the new american workscape: millennials at the gate · an ebook on hiring, engaging, retaining and...
TRANSCRIPT
AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
THE NEW AMERICAN WORKSCAPE:
mILLENNIALS AT THE GATE
by David Kilby
Millennials are the new core workforce. Their concept
of “work” is different than the traditional. They bring
bold, new approaches of what work should be, how and
where it should be performed, and what the rewards
for work should be.
SUMMARY:Millennials are the new core workforce. Their concept of “work” is different than the traditional. They bring bold, new approaches of what work should be, how and where it should be performed, and what the rewards for work should be.
This has made some employers uncomfortable.
Millennials are not going to change. Employers must reassess their concepts to bring out the best of the unique Millennial personality. In other words, for some employers, the concept of the “work environment and process” must change.
In this eBook, you’ll learn how employers can find, hire, train and retain the brightest and best employees; employees who will help move their companies ahead for the next two decades.
INTRODUCTIONLast year I published a book—
The New Productivity Engine: The
compelling impact of financial wellness
in the workplace.
Written for
everyone, including
employees, it
delivered my
vision for financial
wellness as an
employee benefit
that is needed,
wanted and
highly valued
by everyone—
employees,
employers and human resources
professionals. While there has
been resounding progress, there
is still certainly a good way to go
before we can claim total success.
When I look at the U.S. workscape
today, I see a dramatic shift in
the attitudes, personalities and
attributes of incoming workers.
I wanted a word that
described my vision of the
employment landscape—
the work picture – like
artists and their landscape
painting. So, I invented
“Workscape.” It doesn’t seem
to be a valid word in the
English language. But I like
it. If you like it, use it. My
compliments.
— DK
THE NEW
PRODUCTIVITY
ENGINE
DAVID KILBY
the compelling impact of financialwellness in the workplace
1
I see Millennials - Gen Y.
The Silent Generation, (born 1928-
1945), are retired or have passed
on. Baby Boomers, (born 1946-
1964) are mostly retired. Gen X
(born 1965-1980) are looking
forward to retiring.
The people surging
into the work force
are the Millennials
- Gen Y, (born
between 1981-
1996), who will
make up the bulk of
America’s workers
for the next 20 years.
They have a unique
cultural background,
an exceptional set of skills, and an
unlimited future.
And, if our businesses are to
prosper, we need recruit, hire,
engage, and retain the brightest
and best of them as soon as
possible.
I hope this helps.
— DK
ERSTANDING THE EMERGING MILLENNIAL WORKFORCEAN EBOOK ON HIRING, ENGAGING, RETAINING AND UND
Millennials want a flexible
work schedule. They love
technology, and technology
has made flexibility
commonplace. Sometimes they
are just acting on their
chronotype, their personal
clock governed by their
circadian rhythm.
Sleep expert Dr. Michael
Breus divides us into four
chronotype categories.
“Dolphins” sleep lightly, wake
early but not completely
refreshed; they’re not
morning people. About half
of us are “bears,” who sleep
deeply for eight hours and
wake up with the sun. “Lions”
are at their peak in the
morning, but start to fade as
the day progresses. “Wolves”
are the night people who have
trouble getting up before
9 am, but most productive
during the evening.
my take: Scheduling work
times based on chronotype
may improve productivity.
— DK
The most significant world event during the life of an American Millenial is the
terrorist destruction of the World Trade Center in New
York in 2001.
ABOUT MILLENNIALS
Millennials: U.S. workers born between 1981 and 1996.
Millennial psychology is affected by five major factors:
• Their parents & parenting techniques
• 9/11
• Schools & colleges/education
• Technology/social media
• Climate change
Of course, there are plenty of other factors, but these are the big ones.
Their parents & parenting techniquesMillennials have been parented by Baby Boomers and Gen Xers.
Schools & Colleges• Millennials have been taught
that activism (strikes, marches, and even violence) are options to effect change.
• Concepts such as safe places, micro aggressions, behavioral triggers, and such help Millennials pursue their dislike of stress and differences of opinion.
• In most cases, students are not being taught the four basic financial life skills: spending, saving, borrowing, and planning. (Although some colleges are now instituting financial skills courses.)
They have relentlessly been taught that:
• They are special
• They can accomplish anything they want
• Each one can individually make a difference
9/11The most significant world event during the life of an American Millennial is the terrorist destruction of the World Trade Center in New York in 2001. The event was a watershed and the images have been repeated endlessly on TV, movies, social media for nearly 20 years.
Some Millennials are likening an undergrad college degree to their parents’ high school
diploma.
2AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
Long entrenched culture
changes little over
months, and even years.
My expectation is that
millennials will (at least
in the short-term) suffer
from most of the same
financial problems as
their parents. It has been
shown that children often
mirror the behavior of
adults.
In fact, the recent results
of studies into millennial
finances bear up this
belief.
A 2017 report by PwC,
“Financial Stress and the
Bottom Line,” finds that
“employees reporting
financial stress tend to
be younger and are more
likely to be female; 35%
of millennials and 44% of
Gen X say that they are
financially stressed,
compared to 21% of Baby
Boomers. 59% of women
say they are financially
stressed compared to 41%
of men.”
The data seems to show
that the financial
stresses on millennials
today are not that
different than it was on
their parents.
— DK
Here are just a few of the positive attributes Millennials bring to the workscape:
• Prefer flat management structures
• Well educated
• Skilled in technology
• Very self-confident
• Able to multi-task
• Energetic
• Have high expectations for themselves
• Prefer to work in teams
• Seek challenges
• Look for work-life balance
• Recognize their need for social interaction
Technology/social mediaEven though the Internet was only developed 30 years ago, and smart phones and other devices are just a decade or so old, digital media has changed our workscape forever. Video of a catastrophe in New Zealand, with analysis, is on our phone almost instantly.
• According to some research, social media users often obsessively depict their life as they would like it to be—not how it actually is. Being constantly reminded that “my life is better than your life” generates problems.
• Some analyses equate social media “likes” with severe drug addiction where the dopamine receptors in the brain get a repetitive “high” with each positive response.
• There are trends toward social media diets, where some users are making a personal effort to limit social media hours to counteract wasted time and some of the negative aspects.
• Advertising on social media, along with the impact of “influencers,” encourage Millennials to buy items that they may not be able to afford (or actually want).
• The ability to facilitate purchases at any hour, on any device, is only adding to the level of financial stress
• Everything is personal. Everything is tailored to the unique individual user. Compelling and accessible.
• Technology has made information sharing and data capture available to the masses. If advertisers and media aren’t taking advantage of targeting capabilities and emotional connections, they’ll soon be obsolete.
• Artificial intelligence is both exciting and terrifying. I’m not sure where it’s going, and I seriously doubt that many Millennials can give me a definitive answer.
The financial stresses on Millennials today are not that
different than it was on their parents.
3AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
When businesses don’t make a profit, they go out of business. If government takes over a business, results show the rate of success to be extremely low.
Then the Law of Unintended Consequences may take over.
Here’s some more
information.
A 2017 Google Consumer Survey of more than 5,000 adults conducted by GOBanking.com found that:
• 57 percent of the respondents have less than $1,000 in savings—a 12 percent decrease from 2016, and five points down from 2015.
• 20 percent of Americans don’t have a savings account.
• 39 percent of Americans have $0 in savings. None. Nada. Zero. Up from 34 percent in 2016.
THE LAW OF UNINTENDED CONSEQUENCESIf you’ve ever taken Six Sigma productivity training, you’ve used the term to describe a set of results, often negative, that was not intended as an outcome.
Ill-conceived Decisions
vs Fiscally Responsible
Solutions
One obvious answer to the problem of not having enough money to pay the bills raised in the PwC report would be to increase wages across the board. This solution might be embraced by many Millennials.
However, it has been proven in numerous cases that within a short time, businesses raise prices to cover the wage increase, and soon we have the same problem. It’s a vicious cycle.
In our entrepreneurial and capitalistic society, businesses are in business to make a profit. When costs go up, owners say, “Why should I take less? I’ll cut my costs: (reducing package size or quality). Or, I’ll pass the increase along to the customer.”
Two other facts from
the PwC report:
67 percent of working
American adults struggle
to pay their household
bills each month.
Nearly half (48 percent)
report using credit
cards to cover monthly
necessities.
while they may be
different/unique/
exceptional in many ways,
millennials have the same
trouble paying their bills
as everyone else.
Let me state this in a
different way:
Although modified
solutions may be needed
to deal with millennials in
the workscape, the need
for financial wellness
benefits has grown even
greater.
— DK
Now you’re probably ready to google “financial wellness platforms.”
There are a number of them available. I recommend examining each in detail before making a final decision.
All of them offer employee education.
a few offer motivation elements for completing the educational elements – contests, online competitions, rewards along with personal financial dashboards and robust planning tools.
Very few offer sensible, practical financial solutions like early wage access, credit and banking resources with no risk or administration required by the employer.
Education absent of practical solutions to solve today’s financial challenges is not financial wellness. Employees cannot be expected to plan for tomorrow when they can’t handle challenges today.
I highly recommend choosing the financial wellness platform that has all three benefits for maximum employee coverage and satisfaction, plus maximum productivity benefits for the employer.
— DK
4AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
But here’s the good news:
Behavioral change is achievable through appropriate education, motivation and real-world financial solutions.
Plus, it comes with a host of employee side benefits including stress reduction, improved health, and better personal relationships at home and at work.
Plus-plus, it can improve productivity, profitability and the success of your business.
THE PROBLEM.LET’S REDEFINE
THE PROBLEM REDEFINED
If the same stresses are on Millennials, how do we teach them how to live within their means, and put aside money for retirement and financial emergencies?
THE PROBLEM
67 percent of working American adults struggle to pay their household bills each month. They are living
paycheck-to-paycheck; hand to mouth.
Here’s a tidbit of information:19 percent of employees come to work more
than six days per year too stressed to be effective. (One of the biggest causes of stress is money—or the lack of it.) That means that
if you take a company of 100 people, lost productivity equals 114 days a year!
If, by educating and motivating employees to live within their financial means,
employers could gain back a substantial portion of that nonproductive time,
how might that affect company profits, employee income and innovation in the
Millennial Age?
Simple name: Financial Wellness
Target: all workers, including
millennials
result: It’s a win-win for everyone
Malcolm Gladwell is a columnist and best-selling author of books like TIPPING POINT and BLINK. One of his approaches to problems in search of solutions is to “redefine the problem.” — dk
5ERSTANDING THE EMERGING MILLENNIAL WORKFORCEAN EBOOK ON HIRING, ENGAGING, RETAINING AND UND
they are making enough money to cover basic needs; only three percent of females feel the same.
A PwC study said that 30 percent of Millennials regularly overdrew their checking accounts. Millennials want to live within their means, but they’ve never been taught how—they need/want to be educated on how to achieve financial independence.
4. Millennials want to have “meaning” in their work.
While past generations may have worked simply because they needed to pay the bills, Millennials want to get paid—but also to know that their employer is doing more than making and selling products or services. They aspire to social causes and want to know “Why” the organization exists and “How” they can
WHAT DO MILLENNIALS WANT?
1. Millennials have the highest levels of stress and depression of any generation at the same age.
A survey by USA Today shows stress levels among most Americans are falling—but not among Millennials ages 18-33. Twenty percent of Millennial workers have suffered work-related depression. (By contrast, 16 percent of Gen X’ers and Baby Boomers report work-related depression.) Here’s the takeaway: Millennials don’t want additional or unnecessary stress in their jobs.
RECRUITING THE BRIGHTEST & BEST
Millennials have been painted as being selfish, narcissistic, stubborn, self-destructive, sissies, on-demand, and a lot of other negatives. But there is another side to the coin.
2. Millennials want their own living space.
In 1964, about seven percent of the Silent Generation lived with their parents. In 2000 about 10 percent of Gen X’ers did the same. As of 2016, 15 percent of the 25-35 year-old Millennials lived with their parents. In addition, Millennials are less likely to become homeowners, partly because of their high student loan burden. But: Millennials want a home of their own.
3. Millennials are financially delicate.
A Washington Post survey confirmed that 63 percent of Millennials have difficulty paying $500 for an unexpected emergency. Only six percent of male Millennials feel
personally participate and contribute in that culture.
5. Millennials want to be coached (not bossed), and have a good work-life balance.
They want management feedback often (every couple of weeks would be perfect)—remember they are the “participation trophy” crowd. Regular pay increases and promotions are important.
And they want flexible hours and the option to work from home. Millennials expect constant feedback (even if it’s negative), and to be continually rewarded for participation.
In his book The Business of Good, Jason Haber shows that the social entrepreneurship of millennials can create jobs, grow the economy, and change the world. He says, “But millennials aren’t keen on waiting. It isn’t in their DNA. They don’t wait for taxis, they take Uber. They don’t wait
for emails, they text... Everything is about “now.” The moment. The instant. The millennials are an on-demand, instant gratification generation that has become emboldened by technology and molded by world events... This generation believes that profit and purpose can go hand-in-hand...
It’s no longer simply about making money, and that’s an extraordinary shift in thinking.” — DK
6AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
Even if your organization doesn’t have the resources to compete with the really big players, you can still do a good job of attracting the brightest and the best Millennials. A few tips:
• If you want to catch the biggest fish in the lake, you put the best possible bait on the hook. That brings the biggest fish.
• If you want to hire the brightest and best, you make the offer of employment the best possible. That brings the best candidates.
• Yes, it might cost more money to have an incredibly good offer. But if you get the best person in the position, it’s likely they will be more productive and engaged than a low end, cheap candidate who leaves after a year.
— DK
• The ability for continued personal growth, skill development and career advancement.
• Equality.
• Flexible hours, locations and the ability to work from home.
• Technology.
Organizations are tailoring their job postings, descriptions and benefits to correspond with the Millennial wish list.
Think cutting-edge, personal and emotional:
• Innovation and change. Ex: all-expenses paid trip to SXSW (If you’re a Millennial, you already know. If not: South by South West is an annual arts and cultural festival held in Austin, Texas. It describes itself as ‘10 days of unparalleled discovering, learning and networking with creatives.’ And you really do need to know).
• Working for a cause, meaning and reason.
WHAT’S YOUR CORPORATE STRATEGY FOR ATTRACTING MILLENNIALS?
7AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
Did You Know?The average cost of hiring an employee: $4,129.
A study by the Society for Human Resource Management (SHRM) says that the average cost to just hire (not including onboarding or training costs) a worker is $4,129, and it takes around 42 days to fill a position. The cost increases for upper management, decreases for hourly workers.
But this doesn’t really tell you much. Maybe you have a dedicated HR department and hire 300 people a year. Maybe you use outside consultants and hire 10 people a year.
And here is the most expensive model: Replacing an employee.
According to SHRM, turnover costs are often estimated to be 100% to 300% of the base salary of replaced employee (150% commonly cited.)
Not only do you have to pay for hiring and training the first (wrong) worker, now you will incur that cost all over again, plus the cost of lost productivity in the interim.
HIRING THE BRIGHTEST & BEST
Of course You want every one of your employees to be the brightest and best in their area. So how do you plan to make that happen?
The 3-point Employer
Wish List:
1. Qualified candidates.Employers want to find people who have a good probability of high performance on the job. It certainly helps if the candidate has related background training or has held the job in the past. Candidates with training in animal husbandry are probably not going to be selected for interviews for an accounting job.
2. Informed candidates who want to be hired.Job candidates who have researched the organization, know and accept the culture, and want to make a long-lasting contribution are always welcome in interviews.
3. Enthusiastic, innovative, engaged workers who can benefit and progress through ongoing training and development, and stay with the employer for a long time, are pure gold.
A few years ago, a
consultant was engaged
to guide the local TV
station through the
creation of a strategic
plan.
One requirement for
the assignment included
involving every station
employee in appropriate
elements of the
process.
Over a two-month period,
the consultant led
meetings, workshops,
group assignments,
roundtables and one-
on-one’s, culminating in
a debut of the station’s
strategic plan.
While the details of the
strategic plan were
important, the real and
lasting value was in
bringing station staff
of all levels together,
engaging them to create,
agree on, and push
forward team-driven
common goals as part of
an overall plan.
— DK
Employers want to find people who have a good probability of high performance on the job.
8AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
meet regularly—at least every two weeks—to discuss progress, goals and issues.
• A financial wellness program that encourages fiscal goal setting, budgeting, education, and has a robust feedback component to show and reward progress.
you may have noticed a trend
Part of the answer for every Millennial wish can be partially fulfilled by a practical financial wellness program.
Not only will it help them, but it will provide you with workers who are more productive, more engaged, and who stay with you longer. That means more money on your bottom line.
• Working remotely (saves on transportation, lunch and clothes).
Financial education
Well, that’s easy! Consider a financial wellness program:
• Millennials really want to live within their means. But, they haven’t yet been educated on how to do it. They would really appreciate help.
• Millennials are smart-device people. Financial wellness programs work because we have the device platforms (or software, if you like) readily available. Take advantage of it.
• Moving out of the 77-percent-of workers-without-$500 -in-the-bank category is a very realistic goal for Millennials. Financial wellness programs can help them get there more quickly by providing the ability for them to establish savings accounts. Then they can move ahead.
Want to personally participate & contribute
Knowing the company mission and purpose is essential. Millennials want to be proud of their company. They want to brag on social
MILLENNIAL EMPLOYMENT CHECK LISTRemember the Millennial Wish List? Let’s reprise it as an expanded check list. How many millennial criteria can your business meet or exceed?
No added or unnecessary stress
This doesn’t mean “No Stress.” Even mattress testers have job stress: “What if I wake up?” Consider these stress relievers:
• Flexible work hours
• Working remotely
• Financial wellness program including money management, savings goals and responsible credit and banking resources
Financial Help
Millennials really don’t want to live with their parents. But there are student loans, car payments, and other financial obligations. Consider these financial opportunities:
• Employer-sponsored financial services:
• student loan assistance• early access to wages• low-cost loans• childcare and healthcare
benefits
media. Providing portals to serve are essential. Consider these possibilities:
• Appoint new hires to committees in corporate foundation, fund-raising and community volunteer work as part of their orientation and probationary requirements.
• Provide corporate social media posts so employees can boast to their circle about the company and how they are contributing.
• Encourage millennials to join the financial wellness contests and competitions within their company and the platform. Millennials are competitive, want to excel , and want to help others.
Want constant feedback
Throughout their lives they’ve been challenged and constantly coached. They expect the same at work. They also want to meet colleagues and make new friends. Consider these opportunities:
• Appoint a peer mentor for each new hire to be their daily guide for the first few weeks.
• Appoint a management mentor for each new hire. They should
9AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
However, according to David Kurzmann of Women’s Best, “Managers should know that Millennials have opened their eyes to technology. This means that employees are much more capable of applying technology for professional purposes than previous generations.”
The takeaway: Creating a company support app, or building a corporate presence on Instagram, may be a company goal. It’s possible that a random Millennial will have a better idea and a more elegant solution than your Gen X marketing director.
Get to know the workers and see who has the talent. Millennials want to contribute. That’s Quid pro quo at its best.
The Gallup report then turns that around.
“Millennials who are engaged at work are 26% less likely than
Millennials who aren’t engaged to say they would consider taking a job with a different company for a raise of 20% or less. Engaged
Millennials are also 64% less likely to say they will switch jobs if the
job market improves in the next 12 months…”
Difficult question:
How do I ensure that
Millennial workers are
engaged?
Here’s one example:
Some Millennials do not feel comfortable approaching management with their concerns such as: • seeking to learn more
• looking for a raise
• requesting more responsibility
“Considering that ongoing development is a fundamental
job expectation and top retention factor for Millennials, trepidation
among these workers about talking with their managers is a serious
problem for employers.”
MANAGING FOR ENGAGEMENT & RETENTIONQuid pro quo—something for something. A fair exchange. You work, I pay.
For Millennials it may seem a bit more complicated: You pay and offer the benefits I want and I’ll work, remotely at times, on my flexible hours, while you provide mentoring and feedback, regular pay increases, and a chance to influence the corporate culture.
Of course, there’s a lot more to the employer-employee relationship, and Millennials might take it to the limit—or so it might seem. They’re asking for a lot, so what do you get back in return if you accommodate their requests?
They’re more likely to stay with you—if they are engaged. According to a 2016 Gallup report, How Millennials Want to Work and Live, “Seventy-one percent of employees in the Millennial generation... are either not engaged or actively disengaged at work.”
The Gallup report continues (emphasis theirs).
The report concludes: “Managers also need to convey that they care about Millennials’ long-term plans. It is managers’ responsibility to ensure that Millennials understand their future in the company and communicate that workers don’t have to go somewhere else to advance. Assuming that Millennials can visualize the potential for advancement—or grow on their own—is a big mistake.”
The takeaway: Employers must be vigilant and proactive in managing their employees on a personal level, especially Millennials. Otherwise they are likely to be disengaged and move on—and that will cost you money.
Another example:
Millennials love their phones. One study found that Millennials check social media (Snapchat and Instagram lead, with Facebook running a distant third) an average of 11 times a day. That doesn’t include texting, Googling, emailing or talking.
40% of workers with poor training
leave within the first year.
10AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
For the employer,
financial wellness
has practical
economic benefits
that bring ROI of
300% and greater.
• Increased productivity (workers are spending less time on personal financial problems at work)
• Increased engagement (workers are getting the employee benefits they want)
• Better worker health (decrease in financial issues reduces stress and health issues)
• Reduced workload for HR office (no more requests for payroll loans or 401(k) withdrawals)
• Better employee retention (More engagement = More retention. Replacing an employee can cost over 150 percent of the worker’s annual salary.)
Everyone wins with financial wellness!
Employee access to the financial wellness benefits is completed directly online with the financial wellness provider. The company and the HR office is not involved.
Financial wellness platforms can actually cut the work and stress level for the HR office. No more requests for payroll advances or loans, no more raids on the 401(k) plan, no more follow-up, decisions or collections required.
With all access online, Millennials can use their financial wellness benefits from anywhere at any time. No waiting for office hours. Reduced stress. Faster response.
A robust financial wellness platform includes real time fiscal education with constant feedback; competitions and contests with tangible, immediate rewards to motivate users; and benefits that address real world problems with practical solutions. Above all, it must be personal. The experiences, tools and resources must be tailored to each individual employee to achieve maximum participation and behavioral change.
But, let’s talk for a
minute again about
financial wellness.
How do employers
integrate it into the
company culture,
how can they get it
established, and how
do Millennials react
to the concept?
Integrating financial wellness as an employee benefit into the company culture takes some thought and time, but it is not difficult. And it is not expensive - typically less than 5% of what you spend on traditional benefits.
Like any other employee benefit, financial wellness soon becomes part of the benefit landscape.
Management and employees may not be completely versed on the concept—so there is an introductory component followed by voluntary online sign up for employees. Millennials, used to online forms, have no problem here.
For company staff, including the HR office, there is no additional work after the initial sign-up. Financial wellness program information is included in the new hire package.
Guthrie-Jensen, an
international training
consulting company, cites
Gallup as the source:
87% of millennials claim
that professional
development and
career growth are very
important.
They also cite go2HR: 40
percent of employees
with poor training leave
their jobs within the
first year.
Deep Patel in Forbes in
2017 says, ”Remember
that millennials are
fast learners, who have
figured out the latest
technology through
self-education and
intuition. Similarly, they
are capable of learning
new methodologies
because they are a
naturally curious
generation, and because
they want to advance
their careers.”
The takeaway: Good,
relevant and interesting
training helps to
keep MILLENNIALS more
engaged, enables them
to offer more value, and
encourages them to stay
longer.
— DK
11ERSTANDING THE EMERGING MILLENNIAL WORKFORCEAN EBOOK ON HIRING, ENGAGING, RETAINING AND UND
EMBRACE THE MILLENNIALS AT YOUR GATE.
THEY ARE YOUR FUTURE!We are well into the age of
smart devices and online
services. We are hurtling
into the world of Artificial
Intelligence (AI). And who
knows what comes after that?
All of these elements,
known and unknown, are
going to have an impact on
our businesses. Who better
to take us forward than
the workers who grew up
intuitively knowing how to
download and use an app, or
create a widget that solves a
problem?
Our role, as employers and
leaders, is to provide them a
suitable place to land, with
a culture that encourages
them to thrive. We need to
engage them, reward them,
and retain them.
In the coming decades of
American business, millennials
are our bright future.
— David Kilby
At the opening of this ebook, I
talked about the current and
future state of the American
workscape.
I promised to show how
employers can find, hire, train
and retain the brightest and
best employees; employees
who will help move their
companies ahead for the next
two decades.
These employees, of course,
are millennials, people born
between 1981 and 1996, and
we hear a lot of negative
things about them. They are
very different from the Baby
Boomers, different than the
Gen Xers. Millennials are the
product of smart devices
and participation trophies
and parenting that was more
concerned with “feelings”
than “facts.”
They make some employers
uncomfortable.
So, let’s look at the facts.
12AN EBOOK ON HIRING, ENGAGING, RETAINING AND UNDERSTANDING THE EMERGING MILLENNIAL WORKFORCE
THE NEW AMERICAN WORKSCAPE:
mILLENNIALS AT THE GATE
by David Kilby
© Copyright 2019.
All rights reserved.
272 Bendix Road, Suite 525
Virginia Beach, VA 23452
www.dkilby.com